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Od+powerpointbetty

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The document summarizes a presentation by Betty Diggs of Diggs Consultant Group about an organizational development intervention at Pacific Gas and Electric Company. The intervention found high employee absenteeism and attrition due to limited training, career opportunities, and communications. Recommendations include transitioning to a transformational leadership model and adopting principles of a learning organization, such as developing shared visions and learning teams. Implementing learning organization training and incorporating a learning environment can help address the issues found.

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Organization Development Diggs Consultant Group Betty Diggs – Presenter March 23, 2013
Ethics of organizational assessment Pacific Gas and Electric Company is to be commented for their outstanding ethics and principals and standards by which the businesses operates, The company demonstrates fairness and integrity, and is respected by the community for its business ethics and its agreement to provide safe, efficient and reliable gas and electric service. Diggs Consultant Group Betty Diggs, CEO
CHANGE • Change occurs based on the actions taken • New knowledge comes from examining the results of the actions
Objective The purpose of OD efforts is to increase the effectiveness of the system and to develop the potential of all the individual members. Diggs Consulting Groups will discuss the findings during a recent OD intervention on employee attrition and knowledge retention.
OVERVIEW • Employees Perception • Management Perception • Organization Ethnics • Organizations Success • Organizations Failure • Findings • Recommendation • Systems Thinking as a Strategy
Employee Groups Accessed • Customer service clerical group • Meter Reading • Gas Servicemen • Lineman • Heavy Equipment Line Truck Team • Division Analyst • Clerical claims group
Management Groups Accessed • Customer Service Supervisors • Associate Distribution Engineers • Mapping Supervisor • Gas Service Supervisor • Electric Supervisor • Fleet Supervisor • Claims Supervisor
Results of Management Team Evaluation •  High employee absenteeism  Staff attrition  Low employee engagement  Limited career opportunities  Performance levels  Poor integration  Poor Communications
Results of Employee Team Evaluation •  High expectations  Limited Training  Rapid turn around  Limited knowledge of work  Poor integration  Poor Communications
Management Skills Needed to Succeed  Skills to learn effectively  Cognitive Skills  Motivation  Communication Skills  Empathy  Managing Feeling  Self-Awareness  Social Skills
Employee Skills Needed to Succeed Skills to learn effectively Cognitive Skills Additional Process Training Communication Skills Cross Training Managing Feeling Self-Awareness (How do you fit in) Social Skills
Success Of Change Efforts •
Results of Failure • Company will not be competitive • Loss of customers • Poor performance from Employees • High turnover rate • External concerns with California Public Utility Commission • Concerns with Union • Loss in Profits
RECOMMENDATONS Recommendation is that Pacific Gas and Electric company move from a transactional leadership to a transformation and adopt Learning Organization…
Learning Organizations According to Peter Senge learning organizations are: …Organizations where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to see the whole together (Senge, 1990).
Who is Peter Senge Peter M. Senge was named a ‘Strategist of the Century’ by the Journal of Business Strategy, one of 24 men and women who have ‘had the greatest impact on the way business is conducted today. Renowned author Fifth Discipline: The Art and Practice of the Learning Organizations (Smith, 2001).
Senge’s Fifth Discipline A Learning Organization is one in which people at all levels, individually and collectively, are continually increasing their capacity to produce results they really care about.
Getting Started with Learning Organizations
Senge’s Fifth Discipline
Personal Mastery Personal mastery is about approaching life from a different perspective. Personal mastery sometimes referred to as a journey towards continuous improvement guided by key principles, vision, personal purpose, creative tension, commitment to truth and understanding the subconscious Mind
Mental Models Mental Models-- reflecting upon, continually clarifying, and improving our internal pictures of the world, and seeing how they shape our actions and decisions (Jason, 2010) Clarify Improv e Shape
Shared Vision Shared Visions -building a sense of commitment in a group, by developing shared images of the future (Jason, 2010)
Learning Teams Within business and industry, learning teams are the central focus of the learning Organizatio n(Jason, 2010)
Systems Thinking Interacting, interrelated, and interdependent components that form a complex and unified whole (Pegasus ,2011).
Getting Started with Learning Organizations
Road to Learning Organizations Training Empowerment Environment Leadership
Recommendation • Incorporate Learning Organizations into operation • Move from transactional leadership to transformational leadership • Incorporate Learning environment • Implement learning organizational training • Take action now
Conclusion cont… Learning organizations are effective, informal learning networks where people from different levels within the organization exchange ideas on an ongoing basis All employees are engaged and motivated. Meeting the goals and objective of the organization is as important to the company secretary as the President of the company. “Coming together is a beginning; keeping together is progress; working together is success.” Henry Ford
Questions?
References Brown, D.R. (2011). An experiential approach to organizational development (8th ed). Boston, MA: Prentice Cook, V. (2010). What Is Personal Mastery Retrieved from http://www.squidoo.com Jason, D. (2010). The Learning Organization Implemented in Education Through Advisory Co Committees Retrieved from http://peoplelearn.homestead.com Pegasus Communications, Inc. (2011). What is systems thinking?. Retrieved from http://www.pegasuscom.com Senge, P.The fifth Discipline; The art and practices of learning organizations, Doubleday Currency, 1990, p.8 Senge, P. (2010). The Fifth Discipline. Fifth discipline-Business book summaries, 1 (1) 1-8. Smith, M. (2001). Peter senge and the learning organization. Retrieved from http://www.infed.org Images, google (2012) Image, www.googleimage.com

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Od+powerpointbetty

  • 1. Organization Development Diggs Consultant Group Betty Diggs – Presenter March 23, 2013
  • 2. Ethics of organizational assessment Pacific Gas and Electric Company is to be commented for their outstanding ethics and principals and standards by which the businesses operates, The company demonstrates fairness and integrity, and is respected by the community for its business ethics and its agreement to provide safe, efficient and reliable gas and electric service. Diggs Consultant Group Betty Diggs, CEO
  • 3. CHANGE • Change occurs based on the actions taken • New knowledge comes from examining the results of the actions
  • 4. Objective The purpose of OD efforts is to increase the effectiveness of the system and to develop the potential of all the individual members. Diggs Consulting Groups will discuss the findings during a recent OD intervention on employee attrition and knowledge retention.
  • 5. OVERVIEW • Employees Perception • Management Perception • Organization Ethnics • Organizations Success • Organizations Failure • Findings • Recommendation • Systems Thinking as a Strategy
  • 6. Employee Groups Accessed • Customer service clerical group • Meter Reading • Gas Servicemen • Lineman • Heavy Equipment Line Truck Team • Division Analyst • Clerical claims group
  • 7. Management Groups Accessed • Customer Service Supervisors • Associate Distribution Engineers • Mapping Supervisor • Gas Service Supervisor • Electric Supervisor • Fleet Supervisor • Claims Supervisor
  • 8. Results of Management Team Evaluation •  High employee absenteeism  Staff attrition  Low employee engagement  Limited career opportunities  Performance levels  Poor integration  Poor Communications
  • 9. Results of Employee Team Evaluation •  High expectations  Limited Training  Rapid turn around  Limited knowledge of work  Poor integration  Poor Communications
  • 10. Management Skills Needed to Succeed  Skills to learn effectively  Cognitive Skills  Motivation  Communication Skills  Empathy  Managing Feeling  Self-Awareness  Social Skills
  • 11. Employee Skills Needed to Succeed Skills to learn effectively Cognitive Skills Additional Process Training Communication Skills Cross Training Managing Feeling Self-Awareness (How do you fit in) Social Skills
  • 12. Success Of Change Efforts •
  • 13. Results of Failure • Company will not be competitive • Loss of customers • Poor performance from Employees • High turnover rate • External concerns with California Public Utility Commission • Concerns with Union • Loss in Profits
  • 14. RECOMMENDATONS Recommendation is that Pacific Gas and Electric company move from a transactional leadership to a transformation and adopt Learning Organization…
  • 15. Learning Organizations According to Peter Senge learning organizations are: …Organizations where people continually expand their capacity to create the results they truly desire, where new and expansive patterns of thinking are nurtured, where collective aspiration is set free, and where people are continually learning to see the whole together (Senge, 1990).
  • 16. Who is Peter Senge Peter M. Senge was named a ‘Strategist of the Century’ by the Journal of Business Strategy, one of 24 men and women who have ‘had the greatest impact on the way business is conducted today. Renowned author Fifth Discipline: The Art and Practice of the Learning Organizations (Smith, 2001).
  • 17. Senge’s Fifth Discipline A Learning Organization is one in which people at all levels, individually and collectively, are continually increasing their capacity to produce results they really care about.
  • 18. Getting Started with Learning Organizations
  • 20. Personal Mastery Personal mastery is about approaching life from a different perspective. Personal mastery sometimes referred to as a journey towards continuous improvement guided by key principles, vision, personal purpose, creative tension, commitment to truth and understanding the subconscious Mind
  • 21. Mental Models Mental Models-- reflecting upon, continually clarifying, and improving our internal pictures of the world, and seeing how they shape our actions and decisions (Jason, 2010) Clarify Improv e Shape
  • 22. Shared Vision Shared Visions -building a sense of commitment in a group, by developing shared images of the future (Jason, 2010)
  • 23. Learning Teams Within business and industry, learning teams are the central focus of the learning Organizatio n(Jason, 2010)
  • 24. Systems Thinking Interacting, interrelated, and interdependent components that form a complex and unified whole (Pegasus ,2011).
  • 25. Getting Started with Learning Organizations
  • 26. Road to Learning Organizations Training Empowerment Environment Leadership
  • 27. Recommendation • Incorporate Learning Organizations into operation • Move from transactional leadership to transformational leadership • Incorporate Learning environment • Implement learning organizational training • Take action now
  • 28. Conclusion cont… Learning organizations are effective, informal learning networks where people from different levels within the organization exchange ideas on an ongoing basis All employees are engaged and motivated. Meeting the goals and objective of the organization is as important to the company secretary as the President of the company. “Coming together is a beginning; keeping together is progress; working together is success.” Henry Ford
  • 30. References Brown, D.R. (2011). An experiential approach to organizational development (8th ed). Boston, MA: Prentice Cook, V. (2010). What Is Personal Mastery Retrieved from http://www.squidoo.com Jason, D. (2010). The Learning Organization Implemented in Education Through Advisory Co Committees Retrieved from http://peoplelearn.homestead.com Pegasus Communications, Inc. (2011). What is systems thinking?. Retrieved from http://www.pegasuscom.com Senge, P.The fifth Discipline; The art and practices of learning organizations, Doubleday Currency, 1990, p.8 Senge, P. (2010). The Fifth Discipline. Fifth discipline-Business book summaries, 1 (1) 1-8. Smith, M. (2001). Peter senge and the learning organization. Retrieved from http://www.infed.org Images, google (2012) Image, www.googleimage.com

Editor's Notes

  1. Organizational Development by Betty Diggs, Diggs Consultant Group
  2. I would like to start by commending Pacific Gas and Electric company.
  3. Comments on change
  4. Here we discuss the overall objective and what the audience can expect,,,more detailed on next slide
  5. The overview is each area that will be covered in the presentation. Each area is equally important for the senior mangers to understand.
  6. The assessment process begins with a detailed evaluation of Pacific Gas and Electric Company mission and vision. As an effective organizational developer, DCG will enter into the client relationship on the basis that neither the client nor the consultant knows underlying problems. (Brown, 2011).
  7. Results of transactional leadership have led to many problems within the call center. High agent absenteeism Staff attrition Low agent engagement Limited career opportunities Performance levels Poor integration Communications
  8. Results of transactional leadership have led to many problems within the call center. High agent absenteeism Staff attrition Low agent engagement Limited career opportunities Performance levels Poor integration Communications
  9. Many skills are needed to run an effective organization. Skills are necessary, however, how to effectively use those skills are even more important. Working through a learning organization training can facilitate where and how to place these skills.
  10. Many skills are needed to run an effective organization. Skills are necessary, however, how to effectively use those skills are even more important. Working through a learning organization training can facilitate where and how to place these skills.
  11. . The process was based on a continuous process of measurement, review, and improvement. The analysis plan will follow a Strategic Planning Cycle. DCG begin by formulating strategy; propose a mission in line the company’s mission; Work with groups of managers and teams to establish and propose goals; examine the effects of the internal and external environment, and finalize the finding. Success can be within the framework of working with the learning organization methodology,
  12. Company will not be competitive concern with rates Loss of customers/customer complaints Poor performance from Employees/cant keep good employees High turnover rate External concerns with California Public Utility Comission Concerns with Union Loss in Profits
  13. A learning organization is a group of people who have woven a continuous, enhanced capacity to learn into the corporate culture, an organization in which learning processes are analyzed, monitored, developed, and aligned with competitive goals. A learning organization generates knowledge and learning faster than competitors and turns that learning into a strategic advantage to out market, out manage, and outsell competition (Senge, 1990).
  14. The Fifth Discipline outlines five areas, or disciplines, necessary for an organization to be classified as a learning organization: Personal mastery Mental models Shared vision Team learning Systems thinking
  15. The Fifth Discipline outlines five areas, or disciplines, necessary for an organization to be classified as a learning organization: personal mastery, mental models, shared vision, team learning, and systems thinking ( )
  16. Understanding the Philosophy
  17. The first discipline involves an individual's ability to know what he or she wants and to work toward that goal. In a learning organization, creating an environment in which members can develop themselves toward the goals and purposes they choose encourages personal mastery.
  18. Mental models, unconsciously shaping our decisions: about who will be served, what issues will be addressed, what actions we will permit ourselves to take, what outcomes are desirable, and what standards we will use to determine effectiveness. What many organizations call “planning” is simply a projection of their current mental models into the future (Senge, 1990).
  19. Shared vision is building a sense of commitment in an organization by developing shared images of the future. This includes developing the principles and guiding practices used to reach the goal. In many organizations the mission or vision statement is often a tangible symbol of the shared vision. Team learning is geared toward developing collective thinking skills. These skills enable members of a group to reliably develop intelligence and abilities greater than the sum of the individual members' talents ( ).
  20. Team learning . Such learning is viewed as ‘the process of aligning and developing the capacities of a team to create the results its members truly desire’ (Senge 1990: 236). It builds on personal mastery and shared vision – but these are not enough. People need to be able to act together. When teams learn together, Peter Senge suggests, not only can there be good results for the organization, members will grow more rapidly than could have occurred otherwise (.
  21. systems thinking helps employees view systems from a broad perspective that includes seeing overall structures, patterns and cycles in systems, rather than seeing only specific events in the system. This broad view helps employee identify the real causes of issues in organizations and know just where to work to address them. Systems thinking has produced a variety of principles and tools for analyzing and changing systems. Systems thinking bring the other four disciplines together.
  22. It is necessary for management to take on a new philosophy; to encourage openness, reflectivity and accept error and uncertainty Leaders should foster the Systems Thinking concept and encourage learning to help both the individual and the management team. Managers must empower and encourage innovation among workers. Learning must be ongoing and interconnected with all departments.  
  23. After a thorough evaluation of the management team and the employees in the call center, several managerial problems were identified. The current management style of transactional is not all bad, but it is not effective for the call center management.
  24. I hope that this presentation have given you enough information to make an informed decision on adapting Learning Organizations into call center management. Thank you, and Diggs Consultant and Training Group look forward to working with you. Thank you.
  25. Thank you, and I invite any questions at this time.